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. HR scholars agree that an organisation is only as good as persons working in it but opinions vary on how it translates into practice. Many organisations not only consider training as n chance for employees to learn something but also as an investment that would produce results for business. It also takes money and time to train staff (Bacon & Haque, 2008). With a supportive environment and a little encouragement and reinforcement, a business can accomplish the required result on a substantial investment in people. An organized approach is needed in evaluation of needs of training; otherwise organization may not be able to utilize valuable resources efficiently (Armstrong, 2006). Training matters for a company because of the established links between productivity and skills. Organisations allocate resources for training because of fear of skills shortage. Some scholars like Kallenberg & Moody (1994) recognize that investment in employee development result in higher returns in future. Employees are the essential and crucial resource. 

It's important for an organisation to optimize the employees' contribution to the organisation's goals and objectives in order to maintain effective performance. Adequate supply of technically and socially competent and proficient staff is only ensured by training and development. Training helps the staff to become capable for career advancement into specialist departments and management positions. Staff training can be on-the-job that is conducted at the trainee's workplace, and off-the-job which is carried out away from employee's work place (Mullins, 2007). Some employees are naturally gifted in talents while others work hard to gain but all can still benefit from learning new techniques. People usually receive a well to do on the job training in one form or another. Some people are good at finding their own paths and procuring the necessary resources and information, many persons learn best by following, observing and asking questions (Smith and Mazin, 2004).

Training is not always the answer to problems related to performance. Some training analysts (Rosner, 1999 cited by Smith and Mazin, 2004) believed that training could be a good investment or could be a waste of resources. It is in fact a waste of resources when the desired behaviour does not occur. That's why training and development doesn't succeed all the time to achieve desired results and in obtaining aims and objectives of the organisation. There can be many causes for the failure but most common are (Web 6): Training is often put into practice for the wrong reasons and seldom aligns to a business measure. If training program does not support the business goals then no improvement can be recorded. 

Training is thought to be a solution for a range of performance problems when training may not be concern at all. It also fails because it does not succeed to give direction and focus. Sometimes the solution proves too expensive for the desired outcomes. Individual's behaviour towards training also plays an important part; e.g. when training is believed just as an event than as enhancement of skills and abilities of the employees, it fails to generate business results. Other important reason for failure is lack of management support (Mullins, 2007). 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。